... ON BAJAJ AUTO PVT LTD. PREPARED BY Pankaj Sankharva (M.B.A. 1st Year) Chirag Manek (M.B.A. 1st Year) R.K. COLLEGE OF BUISNESS MANAGEMENT RAJKOT. (GUJARAT) MAY – JUNE 2006. I Pankaj Sankharva undersigned the student of M.B.A 1st Year. Of R.K. college of Business Management here by declares that the project work presented in this reports is my own work & has been carried out under supervision of Mr. Kumara Anjaria, Sales Manager of “Automotive Manufacturers Pvt Ltd” at Rajkot. It is a authorize showroom and service station of Bajaj Auto. Date:- Place :- Mr. Pankaj Sankharva I n today’s competitive world the practical study forms an important part in each and every professional course. The MBA is a course in which the theoretical knowledge is backed by the practical study. That study is in the form of project. The Summer Training Project is one of the important parts of the curriculum. And each and every student has to work for the project. The summer project enables the students to know more about the application of theoretical knowledge. The current situation of the market is made known to the students when they undertake the project. The project gives better insides into the application part of the theory. The companies in an industry and their operations can be better known by the students when they analyze the data, and prepare the grand project. This project is on the analysis of Two Wheeler market of Bajaj, Services...
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...A RESEARCH REPORT ON “A COMPARATIVE STUDY OF CUSTOMER SATISFACTION TOWARD PERFORMANCE OF HERO HONDA, TVS AND BAJAJ BIKES” (A CASE OF BAREILLY CITY) SUBMITTED FOR APPROVAL FOR CONDUCT OF FIELD RESEARCH FOR PARTIAL FULLFILLMENT OF THE MASTER IN BUSINESS ADMINISTRATION DEGREE FROM U.P. TECHNICAL UNIVERSITY, LUCKNOW Under the Kind Guidance of: Mr. PANKAJ DIXIT Co-ordinator Management R.B.M.I. Bareilly Submitted By: DESH RAJ SINGH M.B.A. IV - Sem Roll No. :-0701670033 SUBMITTED TO: DEPARTMENT OF BUSINESS ADMINISTRATION RAKSHPAL BAHADUR MANAGEMENT INSTITUTE, BAREILLY (U.P.) DECLERATION I, Desh Raj Singh, student of M.B.A IV sem (university roll no.0701670033) at RBMI; hereby declare that I have completed my research report on the topic titled “A COMPARATIVE STUDY OF CUSTOMER SATISFACTION TOWARD PERFORMANCE OF HERO HONDA, TVS AND BAJAJ BIKES” as a compulsory part of my course curriculum. The information provided in the report is original and has not been copied from anywhere. This report is not submitted to any other university/institute for the award of any other degree/diploma. DESH RAJ SINGH MBA IV Sem. Roll No. 0701670033 ACKNOWLEDGEMENT “NO MAN IS COMPLETE IN KNOWLEDGE BUT SINGLE RAY OF KNOWLEDGE CAN BE HELPFUL TO MAN”. The research on “A COMPARATIVE STUDY OF CUSTOMER SATISFACTION TOWARD PERFORMANCE OF HERO HONDA, TVS AND BAJAJ BIKES” has been given to me as part of the curriculum in Two-Years Masters Degree in Business Administration....
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...Report On “Customer based Brand Equity in Motor Bike Sector (Focusing on Bajaj Pulsar)” [pic] Report On “Customer based Brand Equity in Motor Bike Sector (Focusing on Bajaj Pulsar)” SUBMITTED TO Abdullah Mohammed Ibrahim Assistant Professor Department of Business administration Northern Bangladesh University SUBMITTED BY |Name |ID |Section |Semester | |Subrata Karmakar |BBA 080202759 |B |Spring 2011 | |Nazmul Hasan Zubran |BBA 060101625 |B |Spring 2011 | |Kaniz Fatema Sharmin |BBA 080160685 |B |Spring 2011 | |Tanvir Ahmed Masud |BBA 110104010 |B |Spring 2011 | |Saifur Rahman Abir |BBA 110104013 |B |Spring 2011 | Date of submission: 07th April, 2011 Acknowledgement This report is prepared on the basis of the assignment given by Abdullah Mohammed Ibrahim assistant professor of Northern University Bangladesh. It was a...
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...Report Auditor’s Report Balance sheet and Profit & Loss Account Bajaj Auto Ltd. and its subsidiaries, consolidated Balance sheet and Profit and Loss Account 4 5 0 24 36 42 52 56 99 2 3 Board of Directors Rahul Bajaj chairman Madhur Bajaj Vice chairman Rajiv Bajaj Managing Director Sanjiv Bajaj executive Director D S Mehta Kantikumar R Podar Shekhar Bajaj D J Balaji Rao J N Godrej S H Khan Ms Suman Kirloskar Naresh Chandra Nanoo Pamnani Manish Kejriwal P Murari Niraj Bajaj Management Rahul Bajaj chairman Madhur Bajaj Vice chairman Rajiv Bajaj Managing Director Sanjiv Bajaj executive Director Pradeep Shrivastava President (engineering) Rakesh Sharma ceo (International Business) R C Maheshwari ceo (commercial Vehicles) S Sridhar ceo (two Wheelers) Abraham Joseph Vice President (Research & Development) C P Tripathi Vice President (corporate) Kevin D’sa Vice President (Finance) K Srinivas Vice President (Human Resources) N H Hingorani Vice President (commercial) S Ravikumar Vice President (Business Development) Auditors Dalal & Shah chartered Accountants cost Auditor A P Raman cost Accountant Bankers Central Bank of India State Bank of India Citibank N A Standard Chartered Bank Bank of America ICICI Bank HDFC Bank Registered under the Indian Companies Act, 1956 Registered office Mumbai-Pune Road Akurdi, Pune 4 035 Works • • • • Mumbai-Pune Road Akurdi, Pune 4 035 Bajaj nagar, Waluj Aurangabad 43 36 chakan Industrial Area chakan, Pune...
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...1QFY2016 Result Update | Automobile July 25, 2015 Bajaj Auto NEUTRAL Performance Highlights CMP Target Price Y/E March (` cr) Net Sales Adj. EBITDA EBITDA Margin (%) Adj. net profit 1QFY16 5,613 1,140 20.3 1,015 1QFY15 5,252 925 17.6 740 % chg (yoy) 6.9 23.2 270 bp 37.1 4QFY15 4,739 904 19.1 666 % chg (qoq) 18.4 26.1 120 bp 52.4 Source: Company, Angel Research `2,497 - Investment Period - Stock Info Sector Automobile Market Cap (` cr) 72,268 Operating performance misses estimates; other income boosts profitability: Bajaj Auto (BJAUT)’s 1QFY2016 results have come in marginally below our estimates on the operating front. However, higher other income boosted profitability, leading the net profit to come in ahead of our estimates. Net Debt (` cr) (9,628) Revenues grew 7% yoy to `5,613cr, which is lower than our expectation of `6,058cr. Volumes grew 3% yoy, led by recovery in the motorcycle segment. Realisation/vehicle grew 4% yoy but declined by 9% on a sequential basis. Realisation/vehicle at `55,412 was lower than our estimate owing to higher proportion of entry level bikes in the sales mix. Operating margin, at 20.3%, was broadly in line with our expectation. However, given the lower revenues, the operating profit, at `1,140cr, missed our estimate of `1,193cr. Other income, at `437cr, almost doubled yoy, thus boosting profitability. Net Profit, at `1,015cr, beat our estimates...
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...Bajaj Auto Ltd Situational Analysis: Indian economy has undergone tremendous changes during the 1980’s and 1990’s. The Indian industrial sector was protected from the international competition by the government of India during the 1980’s. During the 1990’s the economic crisis forced the Indian government to open up the Indian economy. With the opening of the Indian economy the competition for the industrial sector especially the automobile sector was severely hit. Now even the foreign brand automotives could compete in the domestic market without any tariff barriers or any other interventions. This meant that the local industries had to compete with the international brands without any kind of protection. Bajaj Auto Limited (BAL) found that its domestic market declined by 5% in the year 1991-1992. Bajaj had set a goal to protect its dominance in the Indian market and increase its exports to 15% of total sales by 1998. In the domestic market it was facing a stiff competition from Hero Honda and Kinetic Honda. The main problems of the BAL lied in its improper inventory management, higher average cycle time for launching a new product, not very advanced R&D facilities. To overcome these shortcomings the company did modernize itself but it was important for the company to sustain the tough competition. Problem Statement: It was necessary for the company to reinvent itself to sustain competition. The sales have been falling drastically and to make things worse its experience...
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...Since 1945 Bajaj Auto Limited 3rd Annual Report 2009-10 Bajaj Auto Limited 3rd Annual Report 2009-10 Pulsar- AME 2010 Most E cient Use of Branded Content Discover DTS-i Kawasaki Ninja 250R CNBC Overdrive 2010 Bike of the Year CNBC Overdrive 2010 Storyboard Auto Commercial of the Year (Bike) Kawasaki Ninja 250R ET NOW Zigwheels Award 2009 250cc Bike of the Year Kawasaki Ninja 250R Business Standard Motoring 2010 Motoring Bike of the Year Kawasaki Ninja 250R IMOTY 2010 Indian Motorcycle of the Year Pulsar Mania E e Awards 2009 Category: Consumer Durables Recent awards for our products Kawasaki Ninja 250R NDTV Pro t Car & Bike Awards 2010 Two Wheeler of the Year Bajaj Auto NDTV Pro t Car & Bike Awards 2010 Best Integrated Campaign 2 Wheeler Kawasaki Ninja 250R NDTV Pro t Car & Bike Awards 2010 Motorcycle of the Year up to 250cc CONTENTS Management Team ............................................................................................................................................... 3 Chairman’s Letter ................................................................................................................................................... 4 Management Discussion and Analysis .......................................................................................................... 7 Corporate Governance ...................................................................................................................
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...Thoughts of Management Gurus Case Analysis On MARKETING MYOPIA By Theodore Levitt Introduction Marketing myopia is a term used in marketing as well as the title of an important marketing paper written by Theodore Levitt. This paper was first published in 1960 in the Harvard Business Review; a journal of which he was an editor. One of the most important marketing papers ever written was that on ‘Marketing Myopia’ by Theodore Levitt. Some commentators have even gone as far as to suggest that its publication marked the beginning of the modern marketing movement in general. Its theme was that the vision of most organizations was constricted in terms of what they, too narrowly, saw as the business they were in. It exhorted CEOs to re-examine their corporate vision; and redefine their markets in terms of wider perspectives. Myopia means short-sightedness and Levitt claims most failures of firms are due to short-sighted lack of vision in top management. His view of marketing is long-range vision, anticipation of change, and planning for the future. There are numbers of companies and whole industries that went bankrupt or nearly failed due to lack of vision. It was successful in its impact because it was, as with all of Levitt's work, essentially practical and pragmatic. Organizations found that they had been missing opportunities which were plain to see once they adopted the wider view. The impact of the paper was indeed dramatic...
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...Contents Board of Directors 02 Management Team 04 Chairman’s Letter 06 Management Discussion and Analysis 09 Corporate Governance 27 General Shareholder Information 46 Directors’ Report (including Annual Report on CSR activities) 55 Standalone Financial Statements 93 Consolidated Financial Statements 147 Board of Directors Management Auditors Rahul Bajaj Chairman Madhur Bajaj Vice Chairman Rajiv Bajaj Managing Director Sanjiv Bajaj Kantikumar R Podar Shekhar Bajaj D J Balaji Rao D S Mehta J N Godrej S H Khan Ms. Suman Kirloskar (Upto 31.03.2015) Naresh Chandra Nanoo Pamnani Manish Kejriwal P Murari Niraj Bajaj Dr. Gita Piramal (From 01.04.2015) Rahul Bajaj Chairman Dalal & Shah Chartered Accountants Madhur Bajaj Vice Chairman Secretarial Auditor Rajiv Bajaj Managing Director Bankers Pradeep Shrivastava Chief Operating Officer R C Maheshwari President (Commercial Vehicle Business) Central Bank of India State Bank of India Citibank N A Standard Chartered Bank Bank of America ICICI Bank HDFC Bank Rakesh Sharma President (International Business) Registered under the Companies Act, 1956 Eric Vas President (Motorcycle Business) Registered Office Abraham Joseph Chief Technology Officer Audit Committee Nanoo Pamnani, Chairman S H Khan D J Balaji Rao Naresh Chandra Stakeholders Relationship Committee D J Balaji Rao, Chairman ...
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...Bajaj Auto Ltd. The Bajaj Group is amongst the top 10 business houses in India. Its footprint stretches over a wide range of industries, spanning automobiles (two-wheelers and three-wheelers), home appliances, lighting, iron and steel, insurance, travel and finance. The group's flagship company, Bajaj Auto, is ranked as the world's fourth largest two- and three- wheeler manufacturer and the Bajaj brand is well-known across several countries in Latin America, Africa, Middle East, South and South East Asia. Founded in 1926, at the height of India's movement for independence from the British, the group has an illustrious history. The integrity, dedication, resourcefulness and determination to succeed which are characteristic of the group today, are often traced back to its birth during those days of relentless devotion to a common cause. Jamnalal Bajaj, founder of the group, was a close confidant and disciple of Mahatma Gandhi. In fact, Gandhiji had adopted him as his son. This close relationship and his deep involvement in the independence movement did not leave Jamnalal Bajaj with much time to spend on his newly launched business venture. His son, Kamalnayan Bajaj, then 27, took over the reigns of business in 1942. He too was close to Gandhiji and it was only after Independence in 1947, that he was able to give his full attention to the business. Kamalnayan Bajaj not only consolidated the group, but also diversified into various manufacturing activities. The present Chairman...
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...How to improve sales of Bajaj Pulsar: A consumer insight Submitted By Ravi Shekhar Kumar Table of Contents 1. Introduction 4 1.1 Background 4 2. Research Framework 5 2.1 Research Proposal 5 2.2 Research Objectives 6 3. Research Methodology 7 3.1 Literature Survey 7 3.2 Qualitative Research 9 3.4 Research Hypothesis Development 10 3.5 Measure Development 14 3.6 Data Analysis Plan 15 4. Conclusion 18 Annexure-A (Details of Indepth Interview) 19 Annexure-B (Hypothesis) 20 Annexure-C (Sample Instrument) 21 References: 29 Executive Summary Objectives: The growth of Indian Motorcycle market has plummeted in 2008-09 and this has affected Pulsar, a flagship brand of Bajaj Auto Limited. The market share of Pulsar in the premium segment of motorcycle has declined by around 8% in the last two years. Therefore, in this project work our aim to develop strategy for improving sales of Bajaj Pulsar. Research Methodology: To understand the consumers’ expectation and satisfaction from the purchases of motorcycle, we have done qualitative research to identify the underlying motives for the purchase of Motorcycle. We have formulated a set of research problem to address our management decision problem. These research problems have helped us in identification variables relevant to our study. Using these variables we proposed a set hypothesis. Finally to test these hypotheses, we have developed an instrument and also proposed a tentative data Analysis plan...
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...The Company Bajaj Auto is the flagship of the Bajaj Group of Companies. Bajaj is currently India's largest two- and three-wheeler manufacturer and one of the biggest in the world. Bajaj has long left behind its annual turnover of Rs. 72 million (1968), to currently register an impressive figure of Rs. 81.06 billion. Current Situation & Current Performance In FY2013, Bajaj Auto sold over 3.76 million motorcycles in India and abroad. This represented a decline of 2% over FY2012. Sales growth was flat for the industry as a whole. The Company’s share of total motorcycles sale fell marginally to 31.4%. Given extremely muted demand in India, the Company sold 2,463,874 motorcycles in the domestic market during FY2013, which was 4% lower than in the previous year. Share in the domestic market was 24.4% as against 25.4% in FY2012. Urban as well as rural markets were affected by relatively high interest rates on consumer loans, high inflation and a deep sense of uncertainty. Consumer durable purchase decisions were pushed back, and motorcycles were no exception. This was particularly true of models belonging to the upper end Performance segment, which represents a substantial proportion of Bajaj Auto’s motorcycle business. Even so, Bajaj Auto continues to lead at the upper end. It sold a total of ~925,000motorcycles in the upper end Performance segment in FY2013. Share in domestic market was47.4%. The Company’s key brand in this segment, Pulsar, is in its 11th year. To create excitement...
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...Bajaj Auto operates in all the segments of the two wheelers industry. As a percentage breakup of revenues in FY 2000, 39% was earned through sale of scooters, 22% through motorcycles, 7% via step-thrus, 23% from three wheelers and 3.4% from mopeds. The company is a major player in the 3-wheeler market with almost 81% market share in the year 2000. Traditionally the focus of Bajaj Auto was in the scooters segment in the two wheelers market. But, of late, due to decline in the scooters volume due to shift in consumer preferences, the company has been shifting its focus towards the other high growth segments in the two wheelers. The business mix of Bajaj is constantly changing in line with the changing trends in the two-wheeler market. Now it is is looking towards the motorcycles segment which is expected to witness high growth rates in the future. It is trying hard to cope with the new trends. The unfavorable sales mix due to shift in the consumer preferences from scooters to motorcycles and from step-thrus to scooterettes was instrumental in lowering the margins for Bajaj Auto. To tackle the growing competition and shift in the consumer preferences, Bajaj is entering aggressively into the motorcycles segment to improve its topline growth. In a bid to sustain and expand market share, Bajaj has been increasing its adspend in the recent years apart from offering attractive discounts and incentive schemes to boost sales. The business environment in the two wheelers market has...
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...VS GOLIATH - Situation Synopsis When India opened its automotive sector in the mid-1980s, the country’s largest maker of motor scooters, Bajaj Auto, confronted a predicament similar to what many “emerging-market” companies face. Honda, which sold its scooters, motorcycles, and cars worldwide on the strength of its superior technology, quality, and brand appeal, was planning to enter the Indian market. Its remarkable success selling motorcycles in Western markets and in such nearby countries as Thailand and Malaysia was well known. For the independent-minded Bajaj family, a joint venture with Honda was not an option. But faced with Honda’s superior resources, what else could the company do? Here in this situation David is BAJAJ Auto and Goliath would be HONDA Motors. Why David succeeded? A closer look at the situation convinced Bajaj’s managers that Honda’s advantages were not as formidable as they first appeared. The scooter industry was based on mature and relatively stable technology. While Honda would enjoy some advantages in product development, Bajaj would not have to spend heavily to keep up. The makeup of the Indian scooter market, moreover, differed in many ways from Honda’s established customer base. Consumers looked for low-cost, durable machines, and they wanted easy access to maintenance facilities in the countryside. Bajaj, which sold cheap, rugged scooters through an extensive distribution system and a ubiquitous service network of roadside-mechanic stalls, fit...
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...INDIAN TWO-WHEELER INDUSTRY Industry volume growth expected to gear down to 8-9% in 2012-13 ICRA RATING FEATURE MAY 2012 Overview The Indian two-wheeler (2W) industry recorded sales volumes of 13.4 million units in 2011-121, a growth of 14.0% over the previous year. In a year wherein growth in other automobile segments particularly, passenger vehicle (PV) and medium & heavy commercial vehicle (M&HCV), slowed down to single digits - marred by demand slowdown due to northward movement of inflation, fuel prices and interest rates - the 14% growth recorded by the 2W industry remained steady. However, the momentum in the 2W industry’s volume growth too has been losing steam lately as evident from the relatively lower volume growth of 11.0% recorded in H2, 2011-12 (YoY) against a growth of 17.1% recorded in H1, 2011-12 (YoY). The deceleration in growth is largely attributable to the motorcycles segment which grew at a much lower rate of 7.8% (YoY) in H2, 2011-12 vis-à-vis 16.4% in H1, 2011-12; even as the scooters segment continued to post 20%+ (YoY) expansion during both halves of the last fiscal. With this, the share of the scooters segment in the domestic 2W industry volumes increased to 19.1% in 2011-12 from 17.6% in 2010-11. Overall, ICRA expects the domestic 2W industry to report a volume growth of 8-9% in 2012-13 as base effect catches up with the industry that has demonstrated a strong volume expansion over the last three years at cumulative annual growth rate...
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